International Journal of Business and Management Invention

ISSN (Online): 2319 8028, ISSN (Print): 2319 801X

www.ijbmi.org Volume 3 Issue 9 September. 2014 PP.71-83

E-HRM Tools: An Empirical Study in Select Indian

Organisations.
Bhagawan Chandra Sinha1, Dr. Mridula Mishra2
1
2

(Faculty of Business, Lovely Professional University, Phagwara, Punjab, India)

(Faculty of Business, Lovely Professional University, Phagwara, Punjab, India)

ABSTRACT : Information and communication technology (ICT) has provided leverage for fundamental
reconfiguration of services provided by the human resource function, not only in terms of the range of activities
that have been automated, but also in the point-of-access for internal stakeholders. Most of dynamic
organizations are equipped with different types of tools which facilitates in delivery of HR services. The present
research in its endeavor identifies the extent to which different instruments/ tools are in use in selected Indian
organizations. This paper also explores difference in use pattern of (electronic human resource management) eHRM tools in context to private vis-a-vis public and manufacturing/mining vis-a-vis services. It also identifies
whether the application of e-HRM tools is same or different for select Indian organizations. Employees
responses have been compiled through a structured questionnaire consisting of demographic variables and
statements regarding use of e-HRM tools. The researcher has used one sample t-test, paired sample t test, and
one way ANNOVA as statistical toll for analyzing the result. The study reveals that all the e-HRM tools are not
fully utilized in Indian organizations and private organization are ahead of public organizations in application
of e-HRM tools similarly services sector is of manufacturing/mining sector in application of e-HRM tools.
Among eight select organizations Coal India Ltd is laggard in application of e-HRM tools.

KEYWORDS: ANNOVA, Automation, Point- of- access, Questionnaire, Stakeholders

I.

INTRODUCTION

The gradual penetration of information and communication technology (ICT) in all facets of business is
leading to multidimensional and often unpredictable changes and advancements. Except manufacturing and
operations most of the functions of the organization is performed with the click of mouse and latest evolution
touch screen, thus most of the business and its employee in present face many challenges and opportunities
that evolve from complex nature of work and unending changes taking place in the range of work. One of the
major challenges includes rapid change in work technology. One of the largest breakthroughs in the work arena
is automation, and digitisation of the work and near constant technological advancement, with a definite move
towards the use of technologically sophisticated ways of getting things done, hence HR function of an
organization cannot remain aloof and secluded and same pattern has got to be followed for human resource
management practices, henceforth new, dynamic ways of managing HR are being seen every day. This has more
impetus as different stakeholders are hungry of information need and ask for customised information in
24*7mode at their finger tips.
As per Wright and Dyer (2000) ICT has led to rapid development of e-business and still emerging as a
big force, therefore HR and HR professionals are faced with the challenge of performing in ways that are in line
with the business. In this view HR function becomes a critical partners in driving success, but to do so it require
that HR changes its focus, its role, and its delivery systems. HRM has to act both proactively and reactively in
response to the changing business environment and this is prevalent in the way that human resource
management practices both within and outside the organisation is being conducted. New dynamic, flexible and
adaptable way of managing HR issues policies and practices are being sought after and HR service delivery in
electronic form is the solution of above mentioned issue. Application of ICT for HR function is named with
various names like web-based human resources, human resource information systems (HRIS), virtual human
resource management, human resource intranet, computer-based human resource management systems, and
human resource portals but the term e-HRM is extensively used. Global and national changes are impacting the
Indian business environment and subsequently influence how human resources are managed.E-HRM has made
few buzzwords like automation, transparency, empowerment, paperless office, least human interference a reality
which was once supposed the panacea for all the ills of workplace. Technology has led a revolution in the
delivery of HR services in organisations. This is quite evident in the way that human resource services both
within and outside the organisation is being delivered.
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E-Hrm Tools: An Empirical Study

There is a wide practice by HR personnel in organization to activate e-HRM tools to execute
responsibilities on digital base by e-personnel data management, e-administration, e-Job design and analysis, ehuman resource planning, e-recruitment, e-selection, virtual training, online performance management, ecompensation, e-time and labour management, and e-compliance reporting resulting in stakeholders are less
and less likely to receive HR services in face-to-face and pen and paper mode and consumes operational, nonstrategic, transaction-oriented services by participating in ICT-mediated interfaces with HR staff or external
vendors via telephones, mobile, World Wide Web and other wireless devices.

II.

LITERATURE REVIEW.

Delivery Tools/ Instruments-According to Ketlley and Reilly (2003), computerized human resource
information system consists of a fully integrated, organization wide network of HR-related data, information,
services, databases, tools and transactions. Technology has only recently developed in a way that enables eHRM to make its mark, especially the introduction of corporate intranets and web-enabled HRIS. The nature of
the development path, however, varies considerably from organization to organization. Kavanagh and Thite
(2008) reported that to improve effectiveness and efficiency in terms of service delivery, cost reduction and
value-added services, HR departments came under pressure to harness technology that was becoming cheaper
and more powerful. Sanayei and Mirzaei (2008) in empirical study aim at providing an explanation of e-HRM
and introducing its activities and tools, after the investigation, the effect of various independent variables such
as job satisfaction, professional commitment, and organizational commitment on the effectiveness of HRM as a
dependent variable. E-HRM tools such as intranet, extranet, HR portals; integrated HR suite software is rarely
used, however according to expert's judgment if they are used, they would have a positive effect on HRM output
in Iranian organizations. Florkowski and Olivas-Lujan (2006) examines the diffusion patterns of eight
information technologies that are transforming HR service-delivery in North America and Europe: HR
functional applications, integrated HR suites, IVR systems, HR intranets, employee and manager self-service
applications, HR extranets, and HR portals. The overall diffusion was best characterized as an outgrowth of
internal influences, fuelled primarily by contacts among members in the social system of potential adopters.
Companies in the 21st century can be broadly said to have adopted at least one of the above mentioned e-HRM
technologies.
Foster et al. (2004) describe that the application of the internet to the Human Resource function (e-HR)
combines two elements; one is the use of electronic media while the other is the active participation of
employees in the process. Bondarouk, T. et al. (2004) states organisations need to embrace the e-HRM
revolution which relies on cutting edge information technology, ranging from internet-enabled human resources
information systems (HRIS) to corporate intranets and portals. According to Biesalski (2003), e-HRM is a webbased tool to automate and support HR processes. According to Lengnick-Hall, & Moritz, (2003) the final stage
of total digitalization in the 1990s arrived when HR professionals and ICT specialists joined forces and
developed electronic information systems that moved HR decision making from drawers to computer As per
Watson Wyatts (2002) survey of HR technology issues revealed that a wide variety of HR and payroll systems
are being used today. According to the results of the study, web technology is the predominant method for
delivering HR-related services to employees and managers, and offers significant opportunities to improve
communication, knowledge sharing and HR delivery systems In the views of Wright, M. et al. (2001) e-HRM
refers to the processing and transmission of digitized information used in HRM, including text, sound and visual
images, from one computer to another electronic device. As stated by Doughty (2000), today, within the HR
software market there are a myriad of HR systems, payroll, training administration, 360 degree feedback,
psychological testing and competency software tools operating in their own software features.
HR functional applications (HRFA) According to Florkowski and Olivas-Lujn (2006) HRFA are
software-enabled automation of discrete tasks and responsibilities to the HR function. Application software is a
defined subclass of computer software that employs the capabilities of a computer directly to a task that the user
wishes to perform. An HR functional application implies software for a specific activity or group of activity.
Most common functional applications available for the different tasks are, benefits administration, personnel
tracking and payroll, Recruitment, Time and attendance, Payroll, Benefits administration, Performance
appraisal, Industrial relations advisory, Occupational health and safety module.

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E-Hrm Tools: An Empirical Study

Figure-1 Functionality of HR Software Applications

Source- http://www.softwareadvice.com/hr/
As per Software Advice (2014), core HR encompasses the three traditional human resources
management functions: benefits administration, personnel tracking and payroll. Workforce management
comprises the range of software solutions intended to effectively schedule and track the workforce and include
applications to track time and attendance, monitor compliance with labor laws, and usually include payroll
functionality, or integrate well with other payroll software. Strategic HR involves growing company by
attracting and developing the best people, as well as better managing workforce overall. Strategic HR
applications generally provide some combination of applicant tracking and recruiting, learning management, as
well as performance review functionality. This type of software streamlines these strategic processes to ensure
that a company is using its staff as efficiently as possible, and also that employees are continuing to grow and
develop--increasing employee satisfaction and retention rates.
Integrated HR software suite applications (ISA) As per Wikipedia (2014) Integrated software is software
for personal computers that combines the most commonly used functions of many productivity software
programs into one application. According to Florkowski and Olivas-Lujn (2006) ISA is multiple applications
bundled together as a package are referred to as an application suite. The separate applications in a suite usually
have a user interface that has some commonality making it easier for the user to learn and use each application.
And often they may have some capability to interact with each other in ways beneficial to the user. Integrated
software suite applications (ISA) can be contrasted with system software which is involved in integrating a
computer's various capabilities, but typically does not directly apply them in the performance of tasks that
benefit the user. ISA delivers business intelligence with analysis including, online analytical processing
(OLAP), data mining, extract, transformation, and data warehousing, and reporting. This helps achieve optimum
levels of capability and providing complete control of all HR aspects by integrating all organization and
employee data to provide information on every facet of the operations right from employee policies to payroll
processing. This also generates comprehensive reports that stretch the entire spectrum of the database.ISA has
lot of leverage over HR functional application like, enhanced navigation, flexible functionality, simplified data
management, streamlined communications integrated reporting, and shared environment and speed to value. As
per Software Advice portal (2014) of course, core HR, workforce management and strategic HR functions often
overlap. While there are best-of-breed solutions for individual functions in each category, there are also
integrated suites boasting across-the-board functionality.
Interactive voice response (IVR) As per Webpedia (2014), interactive voice response, is a communication
technology in which someone uses a touch-tone telephone to interact with a database to acquire information or
enter data into the database. IVR technology does not require human interaction over the telephone as the user's
interaction with the database is predetermined by what the IVR system will allow the user access to. As per
Wikipedia (2014) Interactive voice response (IVR) is a technology that allows a computer to interact with
humans through the use of voice and duel- tone multi- frequency-signaling ( DTMF) tones input via keypad.
Florkowski and Olivas-Lujn (2006) states IVR system channels phone calls automatically to targeted
recipients or recordings by pressing touchtone buttons. IVR allows employees to interact with a companys host
system via a telephone keypad or by speech recognition, after which they can service their own inquiries by
following the IVR dialogue. HR function subsequently leverages this technology to facilitate telephone-driven
consumption of such services as benefits enrolment, training registration, employee announcements, workrelated surveys etc. External organizations and agencies also are able to verify employees status or income
levels by calling the appropriate numbers. IVR helps in automation of operations, Serve employee after normal
business hours, improve employee service, lower call centre costs, prioritize employee, so urgent calls are
handled quickly.

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E-Hrm Tools: An Empirical Study

HR intranet applications (HRIA) As per Weidenhammer (2013) an intranet creates a single, secure
repository for all confidential human resources information and processes. It can provide an easy-to-navigate
environment that is accessible by all employees, regardless of where they are located or which computing
platform they are using. Employees have immediate access to the latest information. An Intranet can help
employees quickly find the information they need. Employees arent overwhelmed by cumbersome manuals,
and they save time searching because they dont have to wade through pages of irrelevant information. To make
things even more efficient, employees can enter data online. This data can be automatically integrated into backend information systems, so it can be validated on input, eliminating errors. In addition, the human resources
staff does not have to re-enter employee data, freeing up time for other more important tasks.
Accordig to Florkowski and Olivas-Lujn (2006) HRIA is private computer network that provides employees
with direct access to link internal database and/ or a seamless interface with the internet. It is a network designed
to organize and share information and carry out digital business transactions within a company. An intranet
employs applications associated with the internet such as web pages, browsers, e-mails, newsgroups and mailing
lists but is accessible only to those within the organization. HR Intranets offer the greatest innovation to HR
departments since the advent of the desktop computer. As per Sanayei and Mirzaei (2008), as intranet usage
proliferated worldwide opportunities emerged to utilize e-mail and electronic-form software to reduce the costs
of data entry for payroll, benefits administration, training administration etc. Rodgers, K. (2009) the term HR
intranet means different things to different people, but its really about using your internal IT network to
communicate and collaborate. An HR intranet usually provides self-service access to your central HR systems
so managers and staff can input personal data and carry out transactions online, such as booking training
courses. Some firms also have sophisticated employee portals on the front a sort of internal home page where
employees go to log on to different IT systems and get information. HR self-service capability is typically
provided as an add-on to your HR management system. HR intranet facilitates improvement in data quality,
empowerment of employee, reduction in paper consumption, streamlining process, rapid dissemination of
valuable information on a wide variety of topics, enables employee to perform various task, connects employee
and standardizes HR practices.
Self-service (SS) applications- As per CedarCrestone (2013) HR Systems Survey report with self service 10%
more employees can be served and 41% more employees can be served with self service and shared service
when compared to HR service delivery instruments without these technologies.
Figure-2 Service Delivery Value of Self Service and Shared Service

Source- CedarCrestone (2013), CedarCrestone 2013-2014 HR Systems Survey: HR Technologies, Service

Delivery
Approaches
and
Metrics

16th
Annual
Edition,
Retrieved
from
http://www.cedarcrestone.com/media/whitepapers/CedarCrestone_2013-HRSS-HRTech-100713.pdf
Self-service application can be broadly classified in two ways.

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E-Hrm Tools: An Empirical Study

Employee self-service (ESS) applications- As per Ulrich, (1997), while attempting to make strategic changes
within the human resource function, HR professionals must still deliver good HR services to their stakeholders
who include employees and managers. One of the most important fundamental principles in managing human
resources is fostering the employment relationship so that employees may feel an attachment to their work and
contribute willingly to the success of the organization. As per Keebler & Rhodes (2002), there is agreement on
the fact that the employees of an organization are just as important as its customers, and therefore need to be
kept satisfied and motivated. This can be achieved to an extent by improving HR service delivery. According to
Ketlley P, and Reilly P (2003), before embarking on e-HRM, organizations should review and optimize their
business processes. This may be a case of major process redesign, or a more tactical exercise tackling areas of
concern. Following a process review, a common next step is to introduce a form of self service. This is likely to
involve employee self service, where staff can access their personal record and update it or add new
information. Keebler & Rhodes (2002) go on to discuss how, while improving HR efficiencies is the major
focus in e-HRM technology design, it should also assist in making e-HRM technology more user-friendly. This
should improve the service experience of the managers and employees. In this way, a client service
improvement of the HR system can be achieved.
Florkowski and Olivas-Lujn (2006) mentions ESS is a software-enabled set of HR transactions that can be
initiated and completed without direct involvement of HR staff. It is a web-based application tool that provides
employees with access to their personal records and their payroll details. It enables employee self-service and
provides access to a comprehensive employee database. The employee database acts a centralized repository of
vital employee related information available to HR, employees and managers. Its inherent employee self-service
capabilities ensure that this data remains current without tedious data entry by HR. The employee self service is
the base on which all other functional modules can be added to create a comprehensive employee self service
based HR system. .The Employee Self Service pay an important role in working time and schedule, personal
information, training and performance management, life events, benefits, careers, time off from work, with ESS
employee can view and access pay slips, summary of years earnings and deductions, loan statements, PF
statements, reimbursement statement, income tax statement, IT declaration and IT calculator, reimbursement
claim workflow, ticketing, leave workflows.
FIGURE-3 ESS- Bird Eye

SOURCE- Varma S., Gopal, R. (2010), The implications of implementing electronic human resource
management (e-HRM) systems in companies, research thesis, Dr. D. Y. Patil University,. Maharashtra.
Manager self-service (MSS) applications- According to Adamson & Zampetti, (2001).The objectives of
manager self-service include improvement in the delivery of HR services, elimination of process steps,
approvals and forms, speeding up and streamlining of workflow, reduction in administrative costs, improvement
in managements access to important information, providing more time, and finally, enabling strategic HR
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E-Hrm Tools: An Empirical Study

Manager self service provides managers with the tools needed to efficiently perform employee administration,
as well as the information needed to help employees improve performance and enhance their skills. Manager
self service transforms managerial activities from manual, paper-based processes with multiple levels of
approval to a web-enabled, self-service system, it allows both managers and employees to stay focused on
improving performance and simultaneously minimizes unnecessary human resources involvement in manageremployee interactions, increasing organizational efficiency. As per ADP Employease (2013) It has been seen
that line managers are irritated by the fact that they are one step behind from information or they have only
secondary information not primary. Manager Self-Service puts the information managers need at their fingertips
giving them the ability to more closely monitor and direct their team towards the strategic goals of the
organization. Manager self-service application leverage its utility in employee information, organization and
staffing, employee time and schedule, employee leave and stability, evaluation of employee competencies,
compensation management, timely performance reviews and development processes. It also facilitates new-hire
initiation, reporting, competency gap analysis, employee training and development, automated workflows,
organization charts, status changes, review and approval of timecards and leave requests, budget and cost centre,
delegation of authority at the appropriate level and time, project management, administration, PF funds &
gratuity mgmt. According to Ketlley P, and Reilly P (2003), Manager self service is usually a logical
development, allowing the sign-off of various decisions or proposals. Redesigning the HR function will impact
on the roles and skills of HR staff. There will be many areas of up skilling as the move away from transactional
work gathers pace. This will stretch the capability of staff, not just in terms of technological facility but also in
customer and relationship skills. As per Florkowski and Olivas-Lujn (2006) MSS is a software-enabled set of
HR transactions by managers that can be initiated and completed without direct involvement of HR staff.
HR extranet applications (HREA) As per Murugan et al. (1988) extranet is the electronic computer-to
computer exchange of information in a structured format that can occur between business trading partners,
vendors and between various units within an organization. Accordig to Florkowski and Olivas-Lujn (2006)
HREA application is a private computer network that links the information system of client-firms to external
vendors delivering co-sourced or outsourced HR service. HR extranets essentially act as conduits for electronic
commerce between client firms and HR vendors or a business-to-business (B2B) market for HR services. Two
different business models can govern these relationships. In the first one, the HR department shares workforce
data with vendors who use the information to effectively manage HR services under their stewardship. Lacking
authorization to communicate with vendors, employees continue to go to their employer to update service
choices, revise personnel records, and voice complaints about services rendered. The second model saddles
vendors with broad responsibility for database management and service administration. Here, workers use the
extranet to directly initiate or modify service delivery from external providers. Flanagan (1997) state extranet
facilitates the exchange and processing of high volumes of data from one computer to another. Extranets have
been used by employees to communicate with vendors, service providing partners, and numerous other
audiences who contribute to the operating efficiency or to the bottom line. As per HRCentral (2013) HR
extranet has application with employee training, management training and coaching, legal compliance, salary,
benefit and payroll administration, personnel file, health and safety programs, unemployment claims
management etc.
HR portal applications (HRPA) As per Microsoft business solution (2012) a portal is a unified place that
connects people to contextually relevant information, services, and applications. Accordig to Florkowski and
Olivas-Lujn (2006) HRPA is website interface that offers a personalized unified access point to all information
sources, tools, and systems individual needs to effectively consume or deliver HR services. The range of workrelated data and activities that one can link to is role driven. In some instances, employees have the ability to
interact directly with external vendors catering to personal needs and interests. Portals are highly configurable
through code modules. As per Microsoft business solution (2012) HR portal can provide HR-related content
and applications to those who need itthose assigned to the Employee, Manager, Payroll Administrator, and
Human Resources Administrator roles. As per Quikker (2008) HR portal solutions offer access to additional
process based tools and applications that enable staff to achieve major efficiencies in their work. The HR Portal
now becomes a habitual tool for employees to manage all of their work related tasks, from requesting a holiday;
through managing their performance and development, as well as providing access to improved communication
tools to enable collaboration. Through better understanding of organizational objectives, and how they can
contribute, staff becomes more engaged and aligned. They become more productive. The capability for
integration offered by HR portals represents another shift in value by protecting existing investments in systems
and processes. With an HR portal synchronized to other systems within the business it now becomes the single
point of integration for company information and offers an option for employee self service single sign-on
/single data-entry.
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E-Hrm Tools: An Empirical Study

HR Magazine, editorial content (2010) states personalization, online decision support, tools designed to help
employees compare benefits plan features, understand insurance coverage relating to specific events and
estimate medical costs while enrolling via portals is highlights of portal application. HR portal give employee a
consultant while reducing the volume of e-mail and calls to HR staff members for help with benefits decisions.
Video is also playing a more prominent role on HR portals. Latest portal is helpful for employees to be able to
navigate to all of those areas seamlessly to complete transactions without receiving multiple login prompts. As
HR portals continue to evolve, many experts say the next wave will feature social networking-type tools that
encourage employees to share expertise, join communities of practice or connect in other ways. Kluemper, D &
Rosen, P. (2009) states, indeed, social media, or web 2.0 as a vibrant network has been suggested by some
scholars to be the potential technology that will have a major impact on HR. Firestone (2003) states HR portals
are vehicles through which HR information and applications can be channelled effectively and efficiently. As
per Cascio (2000) and Collins (2001), through HR portals, employees can update own administrative activities
and may have also have access to customized and personalized news, resource applications, and e- commerce
options. Through HR portals managers are able to generate reports, examine employee activities and manage
their own activities

III.

RESEARCH METHODOLOGY

Research emphasis and objective-The literature review reveals very little empirical study has been from
emerging countries like India which is all together different from western countries, so there is a possibility of
different result in context to e-HRM instruments and tools in use. The present research in its endeavor
identifies extent to which e-HRM tools are in use in eight select Indian organizations. This paper explores
difference in use pattern of e-HRM tools in context to private vis-a-vis public and manufacturing vis-a-vis
services. This paper also explores difference in use pattern of e-HRM tools in among select Indian organization.
Research Hypothesis
A1) H0-It is hypothesized that application of different e-HRM tools are same to the mean (test) value in Indian
organizations.
A2) H0- It is hypothesized that that the application of e-HRM tools are at the same level for public and private
organizations.
A3) H0-- It is hypothesized that that the application of e-HRM tools are at the same level for manufacturing/
mining and services organizations
A4) H0-- It is hypothesized that the application of e-HRM tools are at the same level for all the select Indian
organizations.
Sample unit - The researcher has selected eight organizations as sample organizations which have sound HR
practices. The study consists of public and private organizations both from manufacturing/mining sector and
services sector. The organization where the study was conducted is illustrated below.
Table- 2 Sample Organizations
Organization

Manufacturing /Mining

Services

Public

1. National Thermal Power Corporation (NTPC).

2. Coal India Ltd (CIL).

3. State Bank of India(SBI)

4. Life Corporation of India (LIC)

Private

5. Moser Baer India Ltd

6. Tata Motors

7. ICICI Bank Ltd

8. HCL

Source Formulated by scholar

Sample profile and sample size- Sample (target respondents) are all the internal stakeholders like operatives,
supervisors, managers of the select Indian organizations. With 5% confidence interval (margin of error) and
95% confidence level with total population of 9, 50,189 (tentative sum all the employee of the select
organizations) sample size needed is 384. Estimating 33 % (one out every three) as good response rate, total
number of 1164 questionnaire were sent for survey. The percentage of people who do actually fill out a survey
that they receive is known as the response rate. Out of 180 questionnaire (surveys) send online, 32 respondents
filled the questionnaire and submitted i.e. response rate of 17.8%. Out of 984 questionnaire(surveys) provided
to respondents in hard copy format 418 responses were collected i.e. response rate of 42.5%.total 450 responses
out of a total number of surveys of 1164 i.e. overall response rate of 38.7%. Out of 450 responses 405 responses
were found valid. Response having discrepancy and incomplete were not fit for further processing were
discarded. For compatibility and convenience in data analysis and hypothesis testing, 50 responses from each
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E-Hrm Tools: An Empirical Study

organization were entered for statistical interpretation. The time period of the study (data collected) is from
April 2013 to Feb 2014.
Data collection- Structured questionnaire with 5-point response scale (not at all, very little, to some extent, to
great extent, very much) has been used as a research instrument. A score of 1 for the response not at all, 2 to
very little, 3 to some extent, 4 to great extent, 5 to very much is assigned. The statement of questionnaire is as
follows.
[1] To what extent Interactive Voice Response (IVR) is used as an instrument for performing HR activities in
[2] your organization?
[3] To what extent HR Intranet is used as an instrument for performing HR activities in your organization?
[4] To what extent Self Service (SS) (Employee Self Service ESS / Manager Self Service -MSS) is used as an
[5] instrument for performing HR activities in your organization?
[6] To what extent HR Extranet is used as an instrument for performing HR activities in your organization?
[7] To what extent HR Portal is used as an instrument for performing HR activities in your organization?
[8] To what extent HR Functional Application (HRFA) software are used as an instrument for performing HR
[9] activities in your organization?
[10] To what extent Integrated HRM Suite Applications (ISA) software is used as an instrument for performing
[11] HR activities in your organization?

IV.

DATA ANALYSIS AND INTERPRETATION.

Beside descriptive statistics one sample t-test had been used to test the hypothesis A1. Paired Sample t
Test has been used to test the hypothesis A2 and A3. ANOVA has been used to test the hypothesis A4. A
Cronbach's Alpha of 0.812 shows questionnaire are reliable.
Application of Tools For testing the hypothesis (A1), one sample T -test has been used using a hypothised
mean value of 3.5 assuming that a mean value less than 3.5 will offer support to the null hypothesis. The aim
here is to compare the sample mean with hypothised mean for probability estimation, that the sample mean is
different by chance or random occurrence. As SPSS dont have a provision for one tailed t-test so the researcher
has converted 2-tailed value in one tailed value by dividing it by two
Table-3 One-Sample t Test of e-HRM Instruments/ Tools
Attributes

Test Value = 3.5

Mean

t
-18.975
12.929
6.222
-6.284
1.555
-17.009
3.079

Degree of freedom = 399

Sig. (2-tailed)
.000*
.000*
.000*
.000*
.121
.000*
.002*

IVR
2.427
HRIA
4.147
SS
3.875
HREA
3.060
HRPA
3.602
HRFA
2.682
ISA
3.670
Source Data analysis by scholar
Significance level with*- Null hypothesis rejected or else accepted (Table value of t +1.645, one tailed test, df
399, sig 5%)
In case of IVR low significance values of 0.00 indicates that there is a significant difference between the test
value and the observed means. So the null hypothesis is rejected but t value is negative and observed mean value
less than test value, it can be concluded that IVR as an instrument not fully utilized in Indian organization. In
case of HRIA low significance values of 0.00 indicates that there is a significant difference between the test
value and the observed means. So the null hypothesis is rejected. It can be concluded that HRIA as an
instrument fully utilized in Indian organization.In case of SS, low significance values of 0.00 indicate that there
is a significant difference between the test value and the observed mean. So the null hypothesis is rejected. It can
be concluded that SS as an instrument fully utilized in Indian organization. For HREA low significance value
0.00 indicates that there is there is a significant difference between the test value and the observed means. So the
null hypothesis is rejected but t value is negative and observed mean value less than test value, it can be
concluded that HREA as an instrument not fully utilized in Indian organizations. In case of HRPA high
significance values of .0605 (.121/2) indicates that there is no significant difference between the test value and
observed value. So the null hypothesis is accepted.
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Based on this results it can be concluded that application of HRPA instruments equal to mean value, so
one can conclude that HRPA as an instruments are not fully utilized in Indian organization. In case of HRFA
low significance values of 0.00 indicates that there is a significant difference between the test value and the
observed means. So the null hypothesis is rejected but t value is negative and observed mean value less than test
value, it can be concluded that HRFA as an instrument not fully utilized in Indian organization. In case of ISA
low significance values of 0.01 (0.02/2) indicates that there is a significant difference between the test value and
the observed means. So the null hypothesis is rejected. It can be concluded that ISA as an instrument is fully
utilized in Indian organizations. Overall null hypothesis (H0) A1 is partially rejected and can be concluded that
only HRIA, SS, ISA is fully utilized as e-HRM tool in Indian organization.
E-HRM Instruments/ Tools (Public vis-a-vis Private) - To test the hypothesis (A2) paired sample T test has
been used as a statistical tool.
TABLE-4 Paired Sample t Test of e-HRM Instruments/ Tools
(Private vis-a-vis Public)
Pair
Tool
Mean Private
Mean Public
Difference of Mean
t
Sign
1
IVR
2.77
2.085
.685
7.579
.000*
2
HRIA
4.44
3.855
.585
6.198
.0008*
3
SS
4.215
3.535
.680
6.356
.000*
4
HREA
3.555
2.565
.99
8.437
.000*
5
HRPA
4.00
3.205
.795
6.699
.000*
6
HRFA
2.685
2.68
.005
.051
.959
7
ISA
4.065
3.275
.79
7.969
.0008*
Source Data analysis by scholar
Significance level with*- Null hypothesis rejected or else accepted (Table value of t 1.96 two tailed test, df 399,
sig 5%)
Table-4 shows null hypothesis-A2 for IVR, HRIA, SS, HREA, HRPA, ISA is rejected as the significance level
is much below the assumed significance level of t at 0.05.So application of IVR,HRIA, SS, HREA, HRPA,ISA
is not same for public and private organizations. Null hypothesis-A for e-HRM tool HRFA is accepted as the
significance level is above the assumed significance level of F at 0.05 hence, the application of HRFA is same
for public and private organizations. Overall null hypothesis (H0) A2 is partially rejected
E-HRM Instruments/ Tools (Manufacturing vis--vis Services) -To test the hypothesis A3 paired sample T
test has been used as a statistical tool.
TABLE- 5 Paired Sample Test of e-HRM Instruments/ Tools
(Manufacturing/Mining vis--vis Service)
Pair
1
2
3
4
5
6
7

Tool
IVR
HRIA
SS
HREA
HRPA
HRFA
ISA

Mean
Manufacturing
2.37
4.005
3.84
3.215
3.515
2.51
3.51

Mean
Service
2.485
4.29
3.91
2.905
3.69
2.855
3.83

Difference
Mean
-.115
-.285
-.07
.31
-.175
-.345
-.32

of

Sign

-1.167
-2.847
-.584
2.115
-1.356
-3.632
-2.915

.245
.005*
.560
.036*
.177
.000*
.004*

Source Data analysis by scholar

Significance level with*- Null hypothesis rejected or else accepted (Table value of t 1.96 for two tailed test, df
199, sig 5%)
For HRIA, HREA, HRFA, ISA null hypothesis is rejected as the significance level is below the assumed
significance level of t at 0.05.So, application of HRIA, HRFA, ISA is not same for manufacturing/mining and
services sector. Null hypothesis-A3 for e-HRM tools IVR, SSA, HRPA is accepted as the significance level is
above the assumed significance level of t at 0.05.So application of IVR, SSA, HRPA is same for
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E-Hrm Tools: An Empirical Study

manufacturing/mining and services sector. Overall it can be concluded that null hypothesis (H0) A3 is partially
rejected for e-HRM tools taking manufacturing/mining vis--vis service as paired sample test of comparison.
E-HRM Instruments/ Tools (Organization vis-a-vis Organization)-To test the hypothesis (A4) one way
ANNOVA has been used as a statistical tool.
TABLE- 6 One way ANNOVA of e-HRM Instruments/ Tools
(Organization vis--vis s Organization)
MEAN (ORGANISATION WISE)
MEAN F
SIG.
CIL
HCL
ICICI LIC
MB
NTPC
SBI TM
IVR
1.4
2.1
3.3
2.48
3.04 2.4
2.06 2.64
2.43
18.02 .00*
HRIA
2.5
4.34
4.1
4.46
4.7
4.2
4.26 4.62
4.15
41.23 .00*
SS
2.08
3.96
4.02
3.42
4.44 4.4
4.24 4.44
3.87
35.57 .00*
HREA 2
3.56
3.06
2.06
3.82 3.26
2.94 3.78
3.06
16.27 .00*
HRPA 2.02
3.86
3.92
2.94
4.22 3.82
4.04 4
3.60
21.80 .00*
HRFA 2.16
2.84
2.62
2.8
2.6
2.6
3.16 2.68
2.68
4.57
.00*
ISA
2.2
3.88
3.98
3.94
4.14 3.44
3.52 4.26
3.67
25.18 .00*
Source Data analysis by scholar
Significance level with*- Null hypothesis rejected or else accepted (Table value of f +1.96, D.F. 399, sig 5%)
Tool

Table-6 shows significance level all e-HRM tools; IVR, HRIA, SS, HREA, HRPA HRFA, and ISA is below the
assumed significance level of F at 0.05so null hypothesis (H0) A4 is rejected and it can be concluded that
level of all the e-HRM tools is different in Indian organizations.

V.

CONCLUSION RECOMMENDATIONS AND MANAGERIAL IMPLICATIONS

Conclusion- By examining the data, it became evident that most of e-HRM tools like, HRIA, SSA, ISA and are
in high use in Indian organizations HRPA has limited use and application of IVR, HREA, HRFA, is minimal. It
is quite obvious that most of Indian organizations are using ISA hence HRFA is less in use. From analysis it is
quite obvious application of most of e-HRM instruments like IVR, HRIA, SSA, HREA, HRPA, and ISA are
significantly different for private and public organizations. But in case application of HRFA there is no
significant difference or we can say that application of HRFA is same for public and private organizations.
Positive t values indicate private organizations are ahead in application of e-HRM tools compared to public
organizations.In the same way researcher finds that application of some of e-HRM instruments like HRIA,
HREA, HRFA, ISA, are significantly different for manufacturing/ mining and services. But in case application
of IVR, SSA and HRPA there is no significant difference or we can say that application of these instruments is
same for manufacturing/mining and services organizations. Negative t value shows for most of the tools except
HREA, services sector are ahead. In case of HREA, manufacturing sector is ahead by providing a link to
employee for accessing third party services.Research statistics shows that there is difference in application of eHRM tools, so it can be said depth and penetration of e-HRM tools are not uniform in Indian organizations.
Further it is obvious from the study that CIL is laggard as mean value to most of the tools is lowest when
compared to other organizations.
Recommendations- It is obvious that applications of e-HRM instruments are at different stage of growth and
all the instruments are not fully utilized. To gain maximum benefit out of the e-HRM instruments, organization
must inculcate instruments relevant to them and simultaneously provide awareness and training to those
employees who are either digitally illiterate or skeptical of using these instruments. In some organization at
corporate level these instruments are functional but at unit level its application is limited. In similar manner
application of these instruments are limited to certain level of employee or those who are higher in the hierarchy
and there is dearth of trickledown effect. It is evident from the fact that public sector organizations are laggards
in application of different e-HRM instruments compared to private sector organization and these organizations
are supposed to take more initiative to harness the benefit of e-HRM. HR personnel must create awareness and
if possible conduct workshop and seminar for staff and line manager to make it successful. The biggest
motivation for employees to use e-HRM instruments is to provide a link to choose and track their career path.
These recommendations are more relevant to labor intensive organization like CIL where lots of e-HRM tools
are still not functional and concept of HR self service, automation and mutation of transactions are distant
dream. The demographic structures of the employee are also not in favor of e-HRM implementation. HR
professionals, line managers and top management have to work hard and have take it as a mission, moreover
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E-Hrm Tools: An Empirical Study

after 4-5 years almost all the employee will retire who joined CIL at the time of nationalization. Computer
literacy can be imparted to those
workforce who are literate and it has been seen that lot of workforce are
illiterate or less educated who joined CIL at the time of nationalization.
Managerial Implications- Globalization is possible only when companies are technology savvy, HRM
department that is capable to sail in IT enabled superhighway and can support a globalized workforce. The
proliferation of information technology such as local area networks, corporate intranets, portal, e-mail,
videoconferencing, social networking site is the hallmark of lean and mean flat networked company. If an
organization want to be global then there HR function must have the support of technology, i.e. tools of e-HRM
must be included while delivering the services.
A lot of discussion has been made related to digitization of HR function leading to dehumanization of HR
function. Almost all the services being delivered on digital platform, HR function is more IT centric rather than
people centric, hence putting a limitation on HR executives role. Now they may be supposed to play
secondary role and facilitator of IT function in delivering HR services. In some cases at the highest level HR
professionals are just supposed to formulate HR framework, policy and strategy and all other activities being
automated.
HR function s likely to be more process, IT oriented and lacking human touch, posing a big challenge for HR
as a function. HR managers will show more willingness in acquiring hard IT skill rather than gaining soft man
management skill.
Sometime to safeguard interest and presence, HR managers may put hindrance in digitization of HRM function.
Further all the HR issues cannot be mechanized and has to be resolved with case to case merit where HR
managers have to take a leaf out of their cap and look beyond electronic solutions.
With improved transparency and empowerment, the role of HR as middleman has reduced, sometime sense of
insecurity and neglect may crop up in the mind of HR professionals. HR professionals have to accept the fact
and have to work for higher order needs of the organization.
Rapid growth of networking of computers and virtualization of HRM departments, HR practitioners are having
a digital career as there is reduction in cost of technology and automation of process and work from home
culture. So HR practitioners have lot of challenges and opportunities. These professionals will be tested on
several parameters and to survive and excel have to deliver gold.
Generation Y is more technology savvy and knowledge workers, there could be hardly any resistance from
stakeholders and HR department can adhere to its mission and go for digitization. Now demand of the day is to
provide services on mobile/ Smartphone platform.
Social networking or web2.0 technology has already entered in some organizations for providing HR related
issues. So HR professional and line managers should be ready for it and any other big change.
Overall it can be said e-HRM as an instrument in the hand of HR professionals can remove almost all the work
related issue if implemented with right approach and spirit. So whole responsibility is with managers if e-HRM
doesnt succeed they cannot blame e-HRM, if they do then people will use proverb A bad workman quarrels
with his tools.
VI. BARRIERS AND LIMITATIONS
One of the biggest limitation of this research is there is dearth of empirical research in Indian context and
exclusive studies related to different e-HRM tools. Some of the employees were even sceptical of purpose of the
study. In some cases researcher has to clarify and persuade the respondents. In some cases especially at
operative level the researcher has to explain different queries of e-HRM. Present research has some limitation
as researcher has selected eight organizations so its result cannot be blindly generalized to all other Indian
organizations. Contextual analysis is important before implementing the results. Generalizing outside of this
context, for instance to relatively smaller organizations, other sectors, more peripheral parts of the organization,
or some other parts of the world, should only be done with great caution. The researcher has utilized nonprobability sampling. Participants were selected based on judgmental and convenience sampling techniques.
Extracting information related to relevant HR practices or application of ICT for HR services, is hard nut to
crack as employees were unwilling to share as they bound by employment code are not supposed to disclose
office/ business secrets.
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E-Hrm Tools: An Empirical Study

One of the limitations of this research is perception based study. Respondents opinion has been measured. It
has been assumed that the respondents have revealed the correct information
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